COM-FPX3700 moves FlexPath students from understanding interpersonal conflict through institutional/organizational conflict and into applied negotiation and resolution strategy. Each assessment widens the lens — from a single interpersonal relationship to a whole organization to a leadership-level negotiation scenario — while keeping the core skill consistent: identifying why conflict arose, distinguishing functional from dysfunctional conflict, and proposing resolution strategies grounded in communication theory. This guide breaks down what each assessment requires and how academic support for COM-FPX3700 fits into a course built on escalating conflict-analysis scope.
Course Overview
The course is structured in three stages of increasing scope. It opens with interpersonal conflict — analyzing communication behaviors that lead to conflict and how individual differences contribute to it. It then shifts to institutional conflict — examining why conflict arises within organizations and distinguishing functional conflict (which can improve outcomes) from dysfunctional conflict (which damages them). It closes with conflict negotiation and resolution — applying strategies and weighing possible outcomes for resolving conflict in leadership scenarios.
Key Assessments
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1Interpersonal Conflict
Explores communication behaviors that lead to interpersonal conflict, examines their impact on relationships, discusses how individual differences contribute to conflict, and recommends resolution strategies.
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2Understanding Institutional Conflict
Reviews the reasons conflict arises within an organization, defines functional versus dysfunctional institutional conflict, and proposes resolution strategies at the organizational level.
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3Conflict Resolution Strategies
Builds on the interpersonal and institutional analysis to evaluate specific conflict resolution strategies (mediation, collaborative problem-solving) and their applicability to different conflict types.
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4Conflict Negotiation and Resolution
Explores how conflict can impact organizations and discusses negotiation strategies with possible outcomes for resolving conflict in a leadership scenario.
How We Help With COM-FPX3700
- Grounding the interpersonal conflict analysis in specific communication behaviors and individual differences, not generic conflict description
- Clearly distinguishing functional from dysfunctional institutional conflict with concrete organizational examples
- Matching the right resolution strategy (mediation, negotiation, collaborative problem-solving) to the specific type of conflict analyzed
- Structuring the final negotiation assessment around realistic possible outcomes, not just a single idealized resolution
- APA 7 formatting and credible conflict-resolution and communication-theory source integration across all four assessments
Common Challenges in This Course
The most common point loss on Assessment 1 is describing a conflict scenario without explicitly analyzing the communication behaviors that caused it — the rubric grades the behavioral analysis, not just the conflict narrative. On Assessment 2, conflating functional and dysfunctional conflict, or failing to give the organization credit for conflict that actually improved decision-making, is a frequent gap. On the final negotiation assessment, presenting only one resolution outcome instead of weighing multiple possible outcomes (as most rubrics expect) is the most common shortfall.
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COM-FPX3700 FAQ
Functional conflict can surface useful perspectives and improve decisions, while dysfunctional conflict damages relationships and outcomes — Assessment 2 expects you to clearly distinguish the two with specific organizational evidence.
Most rubrics accept either a real or realistic hypothetical scenario — what matters is enough specific detail to analyze the communication behaviors and individual differences involved.
It depends on the conflict type analyzed — mediation often fits interpersonal disputes, while collaborative problem-solving or structural changes often fit institutional conflict; the rubric rewards matching the strategy to the specific conflict, not picking one strategy by default.
Most rubrics expect at least two or three plausible outcomes weighed against each other, not a single predetermined resolution.
Both — each assessment expects you to apply conflict-resolution and communication theory directly to a specific scenario, rather than discussing theory in the abstract.